Date and Time

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Description

BUSINESS CONTEXT

Organizations today have to manage environments of crisis, uncertainty and constant changes. The future becomes blurred, less predictable and insecure. In this complex reality, everything is interconnected and interdependent. As a result, there are no simple solutions; strategic pathways are neither safe nor visible; traditional corporate recipes for success do not work. Routes to success cease to be direct, linear, tangible and visible; they are no longer explicit and tend to be tacit.

Companies must be flexible, responsive, agile and quick to survive and thrive. Changes must be perceived and anticipated because when a need becomes tangible, it may be too late! Perceptive cognisance, attention to weak signals and a high state of vigilance are manager capacities that ensure rapid responses and increase likelihoods of success.

As a consequence, interdependency is a critical influence in the formula to obtain results. From this perspective, success passes necessarily through team processes rather than the simple aggregation of individual orientations. We need more skilled teams with a broader global vision, able to understand relations and nuances to discriminate.

Collaboration as a process of saving resources, taking advantage of opportunities and Improving coordination becomes a critical competence to develop.

The working program, based on the Cooplexity model of collaboration (cooperation in complexity), intends to create a framework of knowledge within which you might be better manage such uncertainty and change.

How integrate teams aligning motivation and strategy while fostering trust through a common project. Teamwork. Awareness of interdependence, cohesion, collaboration, team consciousness.

How to achieve a self-organised organisation with complementary and dispersed decision-making. Distributed Leadership. Self-coordination as a process of emergence of natural and spontaneous interposed leaders.

COMPETENCES

The program content aims to develop the following organisational capacities and competences:

Synergy: To promote the optimal distribution of resources through shared use.

High-Performance Teams: To build autonomous and self-driven teams that develop initiatives, to make risk-based decisions and that can demonstrate flexibility and diversity in action.

Decision Making: To identify the guidelines needed to take actions through uncertainty and to reconcile anxieties arising from such decisions.

Change management: To identifying the benefits of decision-making based on teams in situations of complexity, interrelationships and constant change.

Distributed leadership: To appreciate and act upon recognition of the significant differences between traditional leadership paradigms, based on the individual and the new model of distributed leadership which is based on the executive team function.

SCHEDULE

The Cooplexity training programme is attended and continuous (two consecutive days). It is structured along eight modules of 2 hours each.

Methodologically, the Cooplexity training programme is based on Synergy, a behavioural simulation that enables participants to transition from a situation of uncertainty to one of complexity. The first stage of uncertainty relates to conditions of change, crisis, chaos, mergers and takeovers, and can include the dynamics of growth, new businesses, and corporate restructuring. The second stage of complexity is related to mature, competitive, globalised, interrelated and interdependent markets.

Initially developed for Dannon in 1997, Synergy has reached a high level of maturity. It stimulates human behaviour in the same way that it appears in our real context of business, explaining how we perform in our organisation.

Four teams, representing four departments of the company, have to allocate resources to different initiatives and projects. Very soon, cross-relationships redefine the individual strategy of each department embracing an inter-relational approach.

The facilitator will be in charge of the simulation, avoiding the unwanted participant problems with technology. He will guide the game, will return feedback and will facilitate the analysis. Some readings, exercises, tests, videos and external links previously contextualised the activity. A panel of historical results will allow benchmarking in comparison with similar teams.

As the session progresses, both organisational-level and personal-level needs are diagnosed. Initial competences tend to focus on exploration, flexibility, the ability to influence, or learning. That is complemented by a subsequent focus on more relational capabilities including team dynamics, such as motivation, communication, cooperation, shared leadership, delegation and coordination.

After each experiential learning cycle, a connected period of analysis and application is undertaken by participants’ discussion and lecturer analysis on contents and group dynamics.

Experimentation through Gaming and Simulation is a highly effective, attractive, motivating and proven learning methodology, with constant changes of rhythm, which encourages positive interactions and sustainable, participant ownership.

The playful, powerful and experiential dynamic, generates high emotional impacts on group motivation and cohesion, and so builds a heightened sense of belonging.

The design of Synergy reflects the causal link to executive performance.

TRAINING FEEStandard Fee: Booking within 30 days of training but ten days before the start date.

Early Bird: Booking at least one month before the class start date

Academic: Booking at least one month prior to the class start date.

TRAINING VENUE:The venue will be confirmed to the classroom participants one week before the workshop start date and online participants will get the session attendance link before 4- 5 days of the training start date.